The AI procurement strategist

Every category deserves the strategist only your biggest one can afford.

Every category needs someone who can hold cost, supply and timing in their head at once, and defend the call to Finance. Most teams have one of those people and forty categories. Qwantifyr is that judgment, beside every category lead.

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See the stories

The problem

Most categories never get a strategist.

Price, supply and timing have to be decided together. Holding all three takes a senior analyst, and there is one of them and forty categories. The rest get decided on last year’s invoice and a gut feel.

The supplier knows more than you do.

They know their costs and the market. You know what you paid last year. When a quote goes up 9%, “that seems high” is a feeling, not a fact.

The risk sits below the supplier you buy from.

Three suppliers on paper can share one source two tiers down. You find out when it fails, and by then every option is expensive.

Price and risk are decided apart.

Cost tools find a cheaper supplier. Risk tools flag a wobbling one. Neither is there when a better rate quietly raises concentration on one source.

What we do

One recommendation you can defend.

Qwantifyr answers the four questions every category lead carries, reasons across the answers, and recommends one call, with the reasoning attached.

The four questions we were asked constantly as procurement leaders.

Cost
Am I paying the right price?
Should-cost built from the market, not from last year's invoice.
Continuity
Am I covered on supply?
Continuous supplier risk, down to the tier below the one you buy from.
Cadence
Am I deciding at the right time?
Market timing read against your buying windows and volumes.
Cost savings
Risk insights
Timing suggestions
Counsel
Am I making the right trade-off?
Weighs the three against each other and against your appetite for cost versus risk, then recommends one.
A category strategy you can defend
Cheaper, more cost-effective, more resilient, executed at the right time, with sourcing concentration kept in check.

Every play is risk-checked. We’re not trading resilience for price.

Case stories

What it looks like in practice

Illustrative scenarios based on situations we have seen. Names and details changed.

Price

The 6% gap

A food distributor was renegotiating its largest ingredient contract, worth $20M a year. The supplier asked for 9%, citing market conditions. The published indices for those inputs had moved about 3%. The buyer went back with one question: the index moved 3%, so where is the other 6% coming from?

9%
the increase the supplier asked for
4.2%
where it landed once the gap had to be explained
$960K
a year kept on one contract. Similar gaps turned up in four more categories.
Where Qwantifyr fits

Should-cost built from the market, so every increase is checked against what actually moved.

Supply

One supplier, 47 restaurants

A regional chain bought its best-selling item from one supplier: eight years, never a missed delivery, 2% below the next quote. That supplier was also running at 94% capacity with no qualified backup behind it. Then a plant fire stopped production, and all 47 locations lost the item at once.

$73K
a year saved by staying with one source
$1.1M
lost in six weeks of emergency buying and menu substitutions
<$15K
to have qualified a backup ahead of time
Where Qwantifyr fits

Single-source exposure and capacity strain scored before the outage, with the cost of fixing it next to the cost of doing nothing.

Trade-off

The savings that weren’t

A sourcing lead consolidated suppliers and booked millions in savings. Every key ingredient still had three or four suppliers, so it looked redundant on paper. But for one small, essential input, every one of them drew from the same source three tiers down. When that source hit a capacity limit, they were all short at once.

3–4
suppliers per key ingredient, on paper
1
shared source three tiers down that no one had mapped
~15x
the old price for emergency supply. The savings were gone, and then some.
Where Qwantifyr fits

Every cost play is checked against concentration before it is recommended. A cheaper rate that quietly concentrates supply is not a saving.

Who we are

We were that person, then we ran the teams of them.

We ran these categories by hand at top QSR and food manufacturers. Then we built the strategist we needed for every category we could not staff.

Andrew Luong
Andrew Luong
Co-Founder

Data science and analytics across the McDonald's system supply chain at HAVI, then four years consulting on procurement for one of the largest quick-service restaurant systems in the country.

Glenn Fiedler
Glenn Fiedler
Co-Founder

Partner at Boston Consulting Group, focused on AI. Two years in QSR supply chain transformation, including the expected-cost tool that became the model for how a price gets taken apart and tested.

What this has been worth
3–8%
of the spend we work. On a billion-dollar book, that’s $30–80M a year.
$1B+
in procurement value quantified and delivered, most of it inside a couple of the largest QSR systems in the country.
20+ yrs
running these categories at top QSR and food manufacturers. Four years building and validating this solution to a pain we experienced.
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Tell us the items and categories you’d test us on, and we’ll find a time.
Andrew Luong aluong@qwantifyr.com · Glenn Fiedler gfiedler@qwantifyr.com
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